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PERSPECTIVE OF LEADERSHIP - Coggle Diagram
PERSPECTIVE OF LEADERSHIP
COMPETENCY PERSPECTIVE
High emotional intelligence
Great social skills
Able to manage emotions
Honest
Vision
Integrity
Knowledgeable
Able manage opportunities
Able manage threats
Understand business well
Integrity
Always tell the truth
Keep the word
To build trust
BEHAVIORAL PERSPECTIVE
Task-oriented behaviors
Planning
Coordinating activities
Scheduling work
Provide resources
Assign specific task
Ensure employees follow rules
People-oriented behaviors
Concern about employee needs
Personal problems
Career
Looks out for employee well-being
Intrinsic rewards
Extrinsic rewards
Considerate
Helpful
Supportive
CONTINGENCY PERSPECTIVE
Supportive
Provide psychological support
People-oriented behaviors
Participative
Encourage employee
Facilitate employee involvement
Directive
Provide psychological
structure to jobs
Task-oriented behaviors
Theory of motivation
Employee expectancies
Employee performance
Achievement-oriented
Encourage peak performance
Positive self-fulfilling prophecy
TRANSFORMATIONAL PERSPECTIVE
Elements
Communicate the vision
Create a shared mental model of the future
Use symbols, metaphors, symbols
Frame message around a grand purpose
Model the vision
Walk the talk
Symbolize and demonstrate the vision through behavior
Builds employee trust in the leader
Create a strategic vision
Leader champions the vision
Motivate and bonds employees
Depiction of company's attractive future
Build commitment to the vision
Increased through communicating and modeling the vision
Increased through employee involvement in shaping the shared vision
Transformational leadership limitation
Defined by success rather than behavior
Contingency-oriented theory
Prepare unforeseen circumstances
Circular logic
Traits are by nature
Universal theory
Recognize differences across cultures
IMPLICIT LEADERSHIP PERSPECTIVE
Leadership prototypes
Develop through socialization
To evaluate leader effectiveness
Allow someone to influence as a leader
Romance of leadership effect
Believe that leaders make a difference
Leader on organizational results
Fundamental attribution error-tendency
Need for situational control